service gagnant 9 spring 2011

“In 2011 the client will never have been so central to our development”

Franck JulIen, chaIrman oF the atalIan management board

P6

business-by-business assessment

2010 reVIeW

the magazine of the european leader in multi-services/multi-techniques · Issue #9 Spring 2011

servicegagnant** The winning formula for businesses

atalIan / service gagnant 3atalIan / service gagnant 2

The client relation: driving our growth

P4 Scope› Overview with highlights of

ATALiAN activities

P6 Interview› Franck Julien :

“ever closer to our clients’ needs”

P8 International› 2O11: the year for central

and eastern europe> strong positions throughout

europe

P12 development› Airports: ATALiANconfirmed for take-off

P14 cleaning services› A re-defined scope and

preserved ambition

P16 multitechnique and Facilities management

› MTO-eurogem: a winning combination

P18 reception› Growing business in a tricky

environment

P20 Security› Lancry reasserts its values

P22 Parks & gardens› synergy is the priority for

new acquisitions

P24 building› significant success thanks to

a comprehensive range of services

P26 transport & logistics

› The offer diversification strategy turns up trumps

P28 nuclear logistics› A relationship of trust with eDF

P30 talking about it› clément Poitrenaud: “i want

to share rugby values with ATALiAN”

# spring 20119

sophie Pécriauxvice-President Atalian

SERVICE GAGNANT issue No. 9 is published by ATALIAN - 107, rue Edith Cavell - 94 400 Vitry-sur-Seine – Publication director: Miguel De Sousa • Editorial committee: Delphine Allard / Benjamin Bonnet / Myriam Hamdadou / Emmanuel Lemarchand • Photo credits: ATALIAN, Istockphotos, DR, Rémi Benoît, © Arnaud Février For Momentys • Printed by: AZ Communication • Magazine designed and produced (artistic and editorial direction, layout) by: , Editorial communication agency – 01 70 38 25 04Our thanks go to all the people who

contributed to the production of this issue.

Observers hail the client relation as one of the major winning factors to emerge from the recession. Turnover and market share pressure was a revelation for a number of companies and prompted awareness that may seem late for some clients, but will help overall service quality…

ATALiAN did not wait for economic upheavals to restructure its client organ-isation, which is already four years old. it can even be said that the customer-driven approach is one of the genetic markets of our way of doing business.

customer loyalty and satisfaction are a raison d’être in our group, as well as a constant aspiration. They are both a driving force and a source of energy. As the historic catalyst for our competi-tiveness, amplifying the relation with our clients has progressively become a qualitative and quantitative axis for development on its own.

ATALiAN can respond to increasingly large requests on a global basis, but also

adds its authentic one-to-one culture, i.e., an individual relation with each of its clients. Our close relations with our clients based on trust ensure a global and detailed vision of their needs and ensure a pro-active stance help them cut their costs more effectively.

in 2011, clients will be more than ever the core concern for ATALiAN, both in France and internationally. The sched-uled changes in operations and organi-sation will allow our clients to pool service and technical businesses more effectively and thereby cut costs.

i hope you enjoy this issue of service Gagnant.

contents

over 100 facilities in France

ATALiAN scopeStructure of main trade names and companies

506

472

372

320

286

261

544

1034

cA city One (74)

Salesin euro millions

Sales breakdown by business lineA s a percentage of sales

cleaning services 60,2 %

Multi-technique and construction 17,2 %

security 9,2 %

Transport 3 %

Parks & Gardens 3,3 %

reception 7,1 %

belgium Antwerp

croatia Zagreb

Spain Barcelona

hungary Budapest

mauritius Port-Louis

lebanon Bayreuth

luxembourg Bertrange

Poland Warsaw

romania Bucharest

Slovakia Bratislava

czech rep. Prague

Belgium 16,36 %

croatia 4,55 %

spain 7,27 %

Hungary 22,73 %

Luxembourg 8,18 %

Poland 3,64 %

romania 2,73 %

slovakia 7,27 %

czech rep. 27,27 %

International business by country as a percentage of sales

Le Mans

BordeauxLyon

NancyParis

Amiens

ToulouseMarseille

60 % women

40 % men

12 % aged under 2530 % aged over 50

TFN cleaning & associated services

TFN PropretéLMPTFNsONNeTLa rayonnante

Multi-technique & service engineering

MTOeUrOGeMATc corporate & events

reception facilities

city OneHôtesses et Grooms

Parks & Gardens, new work and

upkeep

Pinson PaysagesupersolsNBM PaysagePhyto environnement

ArpajaPaysages environnementProst Paysage construction new

work & renovation

TFN BâtimentelaleATALiAN Peinture Parquet revêtement de sol

Jean LétuvéO2TLGermot & crudenaireBatimmo

B Â T I M E N T

security surveillance & safety

LancryATALiAN si (sGP+sPF)

Transport & Logistics

TFN Affrêtement et LogistiquesTArLogismarkPAM

Passenger & track assistance / Transport & Logistics / cleaning

assistance aéroportuaire cATs

city services

Profile of the 46,000 “atalians”

2003 2004 2005 2006 2007 2008 2009 2010

International locations


interview interview

What is your assessment of the acquisition of Eurogem and VPNM a little more than a year afterwards?ATALiAN doubled in size in the cleaning ser-vices and multi-technique business, which remains one of the fundamental business

lines in FM solutions. Our denser network allows us to cater to our clients more closely in increasingly bigger contracts.We can now present ourselves as an outsider for Facilities Management tenders issued by major institutions and companies and offer

Un peu plus d’un an après, quel bilan dressez-vous du rachat d’Eurogem et de VPNM ?ATALiAN a doublé de taille dans le métier de la propreté et dans le multitechnique, qui est un des métiers fondamentaux de la solution FM. La densification de notre réseau nous permet de servir nos clients avec une plus grande proximité

et sur des marchés de plus en plus importants. Aujourd’hui, nous pouvons nous positionner comme un outsider dans le cadre de marchés de Facilities Management lancés par de grandes institutions ou entreprises et les rassurer sur les moyens que nous sommes capables de mettre à leur disposition.

clients – be they large international corporations or local small businesses – are the core concern for atalIan, says the Franck Julien, chairman of the management board. the group’s expansion in France and internationally is contingent on that one concern.

reassurances as to the resources we can rally for them.

What is the perception from ATALIAN’s longer-standing clients of this expansion?it is a very positive development for them to have a high-performance company by their side, as shown by double-digit growth in the last 15 years. Our clients are also satisfied to have a supplier offering a solution that can be international in scope for tenders on a pan-european level.

How do you help your clients expand inter-nationally?We implemented a support strategy a dec-ade ago which has really taken off in the last four years. ATALiAN now generates 10% of its turnover abroad, primarily in europe. We support our clients in their globalisation strategy as part of our long-term objectives.

ATALIAN is also committed to many small businesses on the French market. Is this important?Our clients are entitled to the best possible service; we must be able to adapt to their constraints. This applies equally to large cor-porations and small businesses. We listen to our clients and strive to perfect our services, improve our close relation with them and develop partnerships.

How have you adapted your offering to support your clients during this difficult economy?With turnover doubling, the group has suc-cessfully demonstrated that “one plus one can be more than two”. This can be seen in our figures, as the group has posted 5% organic growth. We have also been proactive with regard to our clients by helping cut their costs. This is what makes the group stand out: we are with our clients for the long term.

Is this why it is important for ATALIAN to remain a family-owned group?A family-owned company retains a sort of atavistic reflex: it knows that the customer is by definition the most important thing. inde-

pendence gives us the ability to work over the short term, but also over the medium and long-term. in an economically complex situ-ation, the return on some strategic invest-ments is not immediate. Our policy features a careful combination of financial and devel-opment balance for the well-being of our cli-ents across europe and even beyond.

What are the vital fundamental values for ATALIAN to remain the winning service for French and European markets?First and foremost, excellent service to our clients at the right balance between quality and cost-effectiveness, followed by the sim-ple values that the company attempts to pro-

mote: reactivity, proximity, combativeness, commitment to excellence and honesty. it is no coincidence that the group is committed to high-level sports. When a group doubles in size in a complex economic, solidarity is vital, just like in a rugby team. rugby is a tough sport. i believe it’s an image we can equate to, as we operate in businesses that can sometimes be tough.

Does ATALIAN’s expansion give you a social responsibility?Yes. We emphasise training. Over 23,000 hours of training are given every month. We are also working to move forwards on the feasibility of an ATALiAN campus or acad-emy, which could be a fantastic social lad-der for some of our staff members. societal aspects are addressed every day in various themes such as integration and the environ-ment. This concerns everyone and will be even more important for our clients and for us in the years to come.

Our key value: service excellence at a cost-effective price.

Franck Julien :

“ever closer to our clients’

needs”

atalIan / service gagnant 8

companies in croatia in 2010. These acquisi-tions round out the group’s presence in a coun-try where we have been present since 2007.Kadus specialises in temping and was set up in Zagreb in 2005. it is now the main operator of the domestic market. ekus was set up in Zagreb in 1989 and is one of the leaders on its market. The company generates 60% of its turnover in cleaning and maintenance in banking and indus-trial sectors, 10% in maintaining parks and gar-dens and 5% in services for local government. The company has clinched two new contracts since the acquisition: a public procurement con-tract for the croatian post office and a private contract for iNA.The result is a doubling of turnover this year. The group’s acquisitions are intended to enhance the brand recognition of ATALiAN on the croatian market and develop a multi-ser-vice offering. consolidated turnover by TFN croatia will amount to over €6 million.in 2011 the group is scheduled to set up in four new countries, i.e., a far faster pace of interna-tional expansion than was announced for the years to come. The aim is to ensure two new facilities every year!

internationalinternational

One of the main features of 2010 was the accel-erated pace of growth for the group interna-tionally.in July ATALiAN acquire the Facilities Manage-ment brand of the PBW group (AeW europe), along with BFM (Hungary) and PFM (czech republic). The BFM acquisition in Hungary cata-pulted ATALiAN into a leading position in multi-services and multi-businesses. its BsZF-TFN subsidiary has been rebranded ATALiAN Hungary after the acquisitions and offers cli-ents management of 85% of internal services. in the czech republic the acquisition of PFM made it possible for the group to consolidate its

position in multi-technique. in addition to BFM and PFM, assets managed by PBW in romania and Poland led ATALiAN to clinch new contracts such as America House (office block) and Wola Park (a high-end shopping centre). in romania

the 2010 acquisition coincided with the establishment of a maintenance depart-ment. Dan Geor-gescu was appointed technical director

to help meet the challenge. Dan is an engineer by training and has over 20 years’ experience in management and technical maintenance, in particular in maintaining shopping centres in Bucharest.ATALiAN also acquired the ekus and Kadus

the year for central and eastern Europethanks to several investments and acquisitions atalIan has increased the density of its network in central and eastern europe to become the leader in the eu.

On september 14th, 2010, ATALiAN acquired escort, the No. 3 security operator in Hungary.The company is highly visible and generated nearly €9.5 million in turnover in 2009. it boasts a portfolio of a hundred clients, pri-marily key accounts. For example, escort pro-vides security for Tourniquet, the nickname of the Formula 1 Hungaroring track in Hun-gary, as well as the reality Tv show X-Factor. Thanks to its escort acquisition, ATALiAN has rounded out its security business in Hungary which already generates €3 million in turno-ver. The input of video surveillance and fire detection expertise in particular provides the group with the possibility of enhancing its offering to Hungarian clients whilst opening up new markets.

Escort, no. 3 in security in Hungary

4ATALiAN has

plans to set up

offices soon

in four new

countries:

United Kingdom,

serbia, Bosnia-

Herzegovina and

Morocco.

2011


President, international Operations

Matthieu de Baynast

We export a functional, economical model

that works.


parole de client internationalinternational

croatia

› €5 M turnover› 500 staff membersbusiness lines:cleaning services & associated services/Technical maintenance/Technical audits / Parks & gardens/ temperature control, heating/Plumbing/Water-proo-fing/ electricity/Multi-technique/Multi-servicemain clients:› iGH› Bricostore› volvo› Banka Kovanica› Zagrebacka pivovara

Poland

› €4 M turnover› 200 staff membersbusiness lines:cleaning services & associated services/ Technical mainte-nance/Technical audits/Parks & gardens/ temperature control, heating/Plumbing/Water-proo-fing/electricity/ Multi-technique/Multi-servicemain clients:› Louvre Hôtels (campanile,

Kyriad Prestige, Première classe)

› Galeries ceFic› Galeries Manhattan› NTrA› WsK « PZL » rzeszow s.A.› vistula Group s.A.

romania

› €3 million turnover› 200 staff membersbusiness lines:cleaning services & associated services/Technical mainte-nance/Technical audits/Parks & gardens/temperature control, heating/Plumbing/Water-proo-fing/electricity/Multi-technique/Multi-service main clients:› Auchan (MGv Distri-Hiper)› sun Plaza (Bucarest)› Lafarge ciment› Decathlon

hungary

› €25 M turnover› 2,500 staff membersbusiness lines:cleaning services & associated services/Technical mainte-nance/Technical audits/Parks & gardens/temperature control, heating/Plumbing/Water-proo-fing/electricity/Multi-technique/Multi-service/securitymain clients:› Manhattan Group› ségécé› DTZ Hungary Kft› Premier Outlet center› coca-cola

czech republic

› €30 M turnover› 3,000 staff membersbusiness lines:cleaning services & associated services/Technical mainte-nance/Technical audits/Parks & gardens/temperature control, heating/Plumbing/ Water-proo-fing/electricity/Multi-technique/Multi-service/security main clients:› skoda Auto a.s› Letiste Praha s.p› Jaderna elektrarna Dukovany› Zentiva› United Bakeries

Slovakia

› €8 M turnover› 600 staff membersbusiness lines:cleaning services & associated services/Technical mainte-nance/Technical audits/Parks & gardens/temperature control, heating/Plumbing/Water-proo-fing/electricity / Multi-tech-nique/Multi-servicemain clients:› sloveo› PsA Peugeot citroën› TescO stores sr› Metro cash & carry slovakia

s.r.o› TriGranit Bratislava / Manage-

ment / s.r.o› Oc slovakia s.r.o

Spain

› €8 M turnover› 450 staff membersbusiness lines:cleaning services & associated services/Parks & gardensmain clients:› TcB› Grup serHs› Pimec sefes› NTrA› sra. de la Mercè school› Doga› Tradisa

luxembourg

› €9 M turnover› 350 staff membersbusiness lines:cleaning services & associated services/Technical mainte-nance/Technical audits/Parks & gardens/temperature control, heating/Plumbing/ Water-proo-fing/electricity/Multi-technique/Multi-service/receptionmain clients:› Banque & caisse d’epargne

de l’etat› servior› Deloitte› Husky› Novelis› ArcelorMittal

belgium

› €18 M turnover› 700 staff membersbusiness lines:cleaning services & associated services/ parks & gardens/recep-tion/multi-servicemain clients:› christelijke Mutualiteiten› BKMW/AcW/Acv› Zorg en verzorgingscentrum

Witte Meren› sDs (filiale de cetraco)› Allen & Overy› scA Packaging› Antwerp Gateway - DP World

positionsstrongthroughout EuropeInternational growth has become a priority for the group which wishes to provide its clients with support matching their requirements as closely as possible. the past year featured many acquisitions that have considerably strengthened the atalIan european network. International business now accounts for 10% of overall turnover.


atalIan / service gagnant 12 atalIan / service gagnant 13

developmentdevelopment

The airport sector is one of the main development axes for ATALiAN in the years to come. in 2010 the group sig-nificantly consolidated its presence in this field in both services to passengers (reception) and infrastructures (clean-ing, security, etc.). “This is a labour management activ-ity that we thoroughly understand and which is based on a combination of var-ious businesses and fields of expertise”, explains Management Board chairman Franck Julien. The group’s cleaning ser-

vices expertise has long been acknowl-edged in the aviation and space sectors thanks to working together with the leading names in the industry (Airbus, eurocopter, Astrium, MBDA eADs and Latécoère), which makes the airport sector a natural area for expansion.

Specialisation by subsidiariesATALiAN fields many assets in this field, starting with its exclusive partnership with city One. The leader in airport reception in France and the No. 6 player

in airport assistance by turnover is aim-ing at a top spot in the very near future. city One works with Air France and its subsidiaries in the two major Paris air-ports, but also at Toulouse-Blagnac for example, and also works with Aéroports de Paris (ADP) and is planning to set up a presence in regional airports to continue its partnership with the national com-pany. The latest contract was launched in February with handling for passenger reception at the Orly-sud terminal by operatives of city One Accueil Passager.

airports: ATALiAN confirmed for take-offatalIan is already present in a number of airports in France and europe with reception, cleaning and security services and has clearly announced its ambition for this sector. the successful launch of catS in 2010 has opened up new avenues for the group, which is developing in-depth expertise in a very specific field.

ATALiAN and city One had already established a jointly-owned subsidiary, city services, which specialists in com-mercial reception and passenger assis-tance at Paris charles-de-Gaulle and Orly airports. in 2010 they established a joint entity, city ATALiAN Toulouse services (cATs), which was launched in June and quickly clinched two mar-kets at Toulouse-Blagnac airport for Air France runway assistance for a five-year term. in addition, Lancry and city One also won the tender issued by

Toulouse-Blagnac airport for surveil-lance and handling of trolleys. The two contracts generated €6 million turno-ver in 2010.

Multi-skills, a decisive advantagecATs has also been ensuring an inte-rior cleaning service since Novem-ber 1st, 2010, for easy Jet aircraft on nights stops. Air Algérie also selected the ATALiAN subsidiary for work in Toulouse-Blagnac on aircraft departing for or from Oran and Algiers. cATs is

negotiating with other airlines to offer assistance services by replicating the Toulouse model. “The market is grow-ing strongly”, says Thierry Foures, cATs operations director. “We hope to capture other contracts thanks to the complete commitment of all our staff members at our Toulouse platform located in Blag-nac.” in any event cATs is looking at fine growth prospects in enabling the group to develop a position on airport con-tracts by integrating its skills in recep-tion, cleaning services and security.

ID city ATALiAN Toulouse services

catS established › juin 2010

› 140 staff members

› 21,000 aircraft processed each year for Air France in Toulouse-Blagnac

clients › Air France, Air Algérie, easy Jet


cleaning services cleaning services

TFN Propreté chairman

Pierre vacheron

one of the main features of 2010 in the clean-ing services business was the implementation of a decentralised organisation. Why was this decided?One of the great strengths of ATALiAN is its ability to combine cultures and always focus on individual ability whilst generat-ing synergies that can be increase business. The organisation we implemented helps us become more agile and less complex, which means more efficient, as proved by the decentralisation we implemented. We set up five regional divisions in the provinces and two in the greater Paris region. each one is a separate legal entity with a regional direc-tor working as the head of the company. in addition, each support function at head office is present in regions through a local representative. For each region there is a regional sales director, a human resources manager, a budget control officer, a quality / safety / environment officer and a design manager. each manager has his or her own local team.

What is the position of tFn Propreté on its market?TFN Propreté is now a national operator that can offer the best possible response for all types of client irrespective of sector or size. We achieved our objectives in 2010 in both organisation and financial terms and even exceeded our initial fore-cast. regional sales teams are all operational and have been completely reinvigorated with new sales tools. in sum, TFN Propreté and its 32,000 workforce and €640 million turnover is now the second largest cleaning services group in France.

What are the challenges facing you in 2011?There are many. Firstly, with regard to our core business we must put hygiene on a long-term organic growth curve. it began at the start of the new business year which began for us on september 1st, 2010. We should also strive to maximise sales loyalty rates at all times by further consolidating our close relation with our clients. The cleaning services business line in its new configuration offers a fantastic basis for developing Facilities Management by inte-grating all the other ATALiAN fields of exper-

27 32,000No.

€640M

turnover generated by TFN Propreté.

position held by ATALiAN on the French cleaning services market.

major regional offices set up in the greater Paris region and provinces

60 %proportion of overall ATALiAN turnover accounted for by cleaning services.

number of employees at TFN Propreté. They are located in a hundred branch offices throughout France.

a redefined scopeand preserved ambitionboasting a new, decentralised organisation, tFn Propreté is now the no. 2 in its sector in France. In 2011, tFn Propreté chairman Pierre Vacheron will be emphasising organic growth and enhanced customer loyalty.


multitechnique and Facilities management


multitechnique and Facilities management

What makes ATALIAN different in multi-tech-nique and Facilities Management?ATALiAN has a rare faculty for this market, which makes it precious to its clients: at pre-

sent MTO-eurogem is the only company that can handle 85% of support services using just its own group’s resources. This is the equivalent of one-stop shopping for the client with a sin-

With growth at 12% last year and forecast at 13% this one, multi-technique and Fm business for atalIan is surging forward. chairman antoine terzikhan analyses its success.

One of the company’s major achievements is a growing client base in type and quantity, as can be seen with just a few of the new clients who put their trust in MTO-eurogem this year from several fields (aviation, pharmaceutics, insurance and banking, health, pub-lic services, telecoms, employment, justice, etc.): crédit suisse, cci P, OcDe, sFL, icade, Messier-Bugatti, caisse des Dépôts et consignations, Longjumeau university hospital, Pôle emploi, eDF, UFG, cushman & Wakefield, cDc climat, OFi-reiM, Paris court of Appeals, Laboratoires roche, AXA, sorin Group, France Télécom, UGAP and Air France.

Increasing numbers of clients

MTO-eurogem chairman

Antoine Terzikhan

gle point of contact coordinating all services – and a single bill. This means we can opti-mise their overall costs, which comes in very handy during a recession. if you add to this the absolute priority given to service quality and availability by our teams, then it’s easy to understand how ATALiAN manages to enhance the loyalty of demanding and diversified key account clients.

Is that what explains the fine performance achieved by MTO-Eurogem in 2010?Last year we consolidated our business lines, establishments and the group’s pres-ence with regard to key accounts. ATALiAN doubled the scale of its activ-ity in this sector, which ensures bet-ter identification on the national mar-ket as an operator with drive, will and flexibility. The results speak for themselves: our business is growing rapidly in France and internationally. in the last financial year we attracted many new clients, which led to 12% more in net sales development.This year there will also be new tools. For exam-ple, we have deployed an intervention request application which offers a genuine operational advantage for all our teams.

Can MTO-Eurogem now be called a major player?Absolutely. We have grown into the sixth largest operator on the French multi-technique / multi-service market. With technicians and engineers included, there are now 1,200 employees with €120 million generated in the last financial year. MTO-eurogem has opened 12 regional offices in France to cover the entire country.

What are your development axes for the years to come?We are betting heavily on regional growth,

which has been suc-cessful so far, so we have decided to make it more inten-sive. We will deploy new account manag-ers in the provinces to develop business and will accordingly round out our nation-wide approach. We are planning on at

least four new establishments this year. But we’re not overlooking international growth in which multi-technique is a priority avenue for expansion. ATALiAN is continuing its inte-gration and diversification policy to propose a multi-business offering and carve out a lead-ing position in all countries where the group operates. We are aiming at a 13% growth rate despite the very difficult economy.MtO-Eurogem:

a winning combination

think global, act local: we will make our

network of regional facilities denser

› estimated 2011 turnover €130 M

› 6th player on the market

› 1,200 staff members

› certifications: MAse / ceFri / Qualibat / Qualifelec / isO 9001 v2008

highlights


How did 2010 appear to you?We have had to deal with the recession affecting our country just like all small businesses. With that said, in the corporate reception sector, for example, city One has come out well. We have been approached by clients wishing to cut costs whilst improving service quality, which means they use professionals to manage reception. A large number of companies in 2010 entrusted city One with the management of their reception and associated services. The corporate reception sector on the whole did well in 2010.

How did event management perform?This was where the recession was felt more sharply. in this kind of situation, promoting and spotlighting a company’s image are not neces-sarily priorities. Our clients are keeping a close

watch on their budget, but the situation should become easier in 2011.

What about the airport sector?The situation is fairly positive. Our role in this sector is to support the client’s policy. Here, the driving force is ADP. reception staff have a very specific assignment; they must accom-pany the passenger in his or her movements and purchases. The end client, whether arriv-ing, departing or in transit, must feel at ease. Airport managers have implemented reception services to inform passengers.

What is your review of cultural reception?The sector in 2010 was like the previous year. in a nutshell, i’d say business was put on hold. Let’s hope it picks up in the next few weeks!

city launched a new activity in October: city One sélection. The aim is to make recruiting secre-taries and executive assistants easier. The task was given to a specialist, Marie-cécile Ménard, former director of Pigier Paris. “It isn’t always simply to find a good secretary or executive assistant who is immediately available. I’ve been hearing that the job will be phased out for the last 20 years, but it isn’t the case”. The job of secretary and assistant has changed over the years. Thanks to computer technology in particular, secretaries are no longer saddled with thankless tasks. “they can now focus exclusively on files. companies are looking for rigorous staff who are reactive, motivated, deal well with stress and want to be involved in the com-pany’s operations”, adds the director of the new department. Marie-cécile Ménard has been touring companies for several weeks “which helps me judge the atmosphere and environment”, she adds. “It’s vital to make a good recruitment work”. The new activity should achieve cruising speed this year.

The new city one Sélection offering


reception reception

Booming activity in a difficult environmentcity one managing director nicolas lixi reviews the major events that set the tone for the various sectors of corporate reception in 2010: new clients and 30% growth.

city One Managing Director

Nicolas Lixi

What was the most noteworthy event for City One reception business in 2010?With a doubt the main event was in aviation. Despite a chaotic year with a recession, the vol-cano in iceland, strikes and weather issues which all impacted traffic, airports are increasingly using our services. We are bidding for several tenders in the next few months and have every hope of accompanying specific airport manage-ment companies in the years to come.

What are the new features in your offering?There was the launch of city One sélection (see text insert) and, of course, our partner-ship with John Paul, the specialist in corpo-rate concierge services. This is a benefit for all employees of large companies. This type of

service is highly prevalent in english-speaking and Asian countries.

Did you note new clients last year?Yes – and top-tier ones, to boot. i’m think-ing in particular of Havas, Bolloré, Banque Lazard, Printemps, the French higher educa-tion and research ministry, Astra Zeneca, cBs Outdoor and sanofi Pasteur. We recorded 30% growth in reception business.

What is the outlook for 2011?Ours is a growth market and is maturing. The business will continue to expand. There are major growth vectors for the future. i am very confident about the expansion of our business in the next few months.

› estimated 2011 turnover: €90 million

› No. 3 operator on the market


› certification : NF service

highlights


How did your client portfolio react in 2010?Lancry retained its clients with an average con-tract term exceeding nine years. We are also winning new clients, however. Lancry had a very good year in a difficult economy with growth in market trends of +18.2%. Among its new cli-ents are Groupama, La Poste, BNP (les Grands Moulins), Goldman sachs, Orange vil-lage, the French Finance ministry, the historic site of France Télécom, five new Monoprix sites, seven car-refour shopping centres, the créteil soleil shopping cen-tre, sNcF (Austerlitz station and annexes), five Allianz sites, Toulouse-Blagnac airport and Uni-versité claude-Bernard in Lyon. The sales team should be increased in 2011.

What is the outlook for Lancry?Given the status of the security market i believe we will double turnover in five years through organic growth, but also from the business con-tributions made by the Group through MTO-eurogem. The figures speak for themselves: nearly €3.5 million in 2008, over €9 million in 2009 and over €20.8 million in bids for shared tenders. This is the reflection of increasingly more effective synergies with the group. We are planning on being one of the top three in the sec-tor. if we are to succeed in this challenge, we will have to implement structures to preserve what constitutes the Lancry brand: proximity and reac-tiveness. We can’t afford to lose our identity!

How did you consolidate the Lancry reputation?i wanted all staff members to take on board our business culture by stressing three important points: we keep our promises; we respect the time worked in terms of both execution and compensa-tion and we recognise and value the work done by our agents. One of the defining Lancry char-

acteristics is to attach particular importance to recruiting and training staff. We pre-fer promotion from within and keeping a stable headcount. The objective is to ensure reactiveness and proximity with our clients. We have been

growing for the last three years with turnover up to €81.7 million for the 2009-2010 financial year (excluding fire safety), i.e., an increase of 17.55% over the previous year and there are now 3,000 employees. Lancry is acknowledged for its qual-ity of service and now boasts a major partner in national terms (ranked 6th) for the security mar-ket. i would like to thank here Hervé Aglioni who broke every record for acquiring contracts.

A word about fire safety?After buying nine companies specialising in fire prevention between 2007 and 2010, ATALiAN si has been reorganised to offer a global fire safety offering. Despite the radically chang-ing situation, ATALiAN si has stayed on track and posted €10 million in turnover. The Atalian ambition for this highly specific activity which conveys a strong image is now to join the lead-ers in the sector in the next five years.

security security

Lancryreasserts its valuesrichard tranché, chairman of the security business line in atalIan, reviews the year and considers nearly 10 years as the head of lancry Protection Sécurité.

The Lancry network is growing: four branches in the greater Paris region, but also a presence throughout the country in Lille, reims, Nantes, Le Havre, Le Mans, Bordeaux, Toulouse, Marseille and Lyon. internationally, the acquisition of escort, the No. 3 security operator in Hungary, has rounded out the group’s security business there which already accounts for turnover of €3 million.

a growing geographic presence

› estimated 2011 turnover €105 million

› 6th operator on this market


› certifications: isO 9001 v2008 / MAse / APsAs NF service / Qualibat

chairman of Lancry and ATALiAN si

richard Tranché

Honouring our commitments come what may helps us keep over half of the CaC 40 in our

list of clients…

highlights


atalIan espace Vert comprises seven companies with nearly 620 employ-ees. the entity generated €35 million in the last financial year. Interview with its chairman, thierry brément.

Last year was a momentous one with the establishment of ATALIAN Espace Vert…in October, the chairman of the management board, Franck Julien, decided to use my ser-vices. Franck wanted to bring together the activities of several companies in the sector (Pinson Paysage, supersol, Prost, Paysages et environnement, Arpaja, Phyto environne-ment and sNBM). The merger made it possi-ble for us to harmonize the activity of these companies in the parks and gardens sector on a national scale.

Is this a constantly changing market?Yes. There is little room for making things up

as you go along. in this business there are over 20,000 companies with 85% of them employ-ing less than six employees. it’s a competi-tive environment, which means we have to be structured, professional, innovative and responsive. The synergy between the various entities in the new business division required barely a few weeks to make us the second largest operator on the domestic market.

What are your strengths?With a doubt the know-how of our various units and their specific features, which make it possible for us to add genuine value. i often say that we have to bring together our skills to

parks & gardensparks & gardens

enhance our performance. This is the attitude i want to share with all the teams now working in this division which i took over in autumn.

What is the major innovation for 2011?We want to implement a label in particular to create sports fields with natural or artificial turf. i would like to do the same with golf courses: construction, renovation and upkeep of fields, because this requires expertise and profession-alism. To meet the level of requirements for this field, an internal label would enable companies in the Parks and Gardens business with it to address the growing number of contracts, but we have to be careful because we have little time to manage them. it all has to be settled in a few weeks. sports clubs are very demanding – we can’t afford to get it wrong.

Have you attracted new clients?Yes. They are primarily in the Nord depart-

ment in France thanks to the establishment of a subsidiary in Lille and Lens (see box). The entity increased from 20 to 80 employees with turnover rising from €1.5 million to €15 mil-lion. clients in our sector are frequently local authorities (town halls, groupings of munici-palities and regional authorities).

What is the outlook for the business in 2011?2011 will be a year to consolidate our struc-tures. We will continue to reorganise our departments. We will also pool our resources. The recession has not spared the sector. The new ATALiAN espace vert organisation is a true asset in a difficult economy. it is very important to continue growing and expanding.On another level it offers the far from insignif-icant advantage of preserving jobs. The busi-ness now fields 620 employees with turnover at €52 million for the current financial year. in 2009-2010 it was €35 million.

Synergy is the priority for new acquisitions

ATALiAN wishes to develop its know-how in constructing sports fields. sNBN, a subsidiary of ATALiAN espace vert, is building its first athletics field in Lens. The groundwork began in July 2010. With a new drainage and water disposal system, subgrade, coating support layer and synthetic surface, all the operations are carried out with great attention to detail; a jeweller could scarcely do better! The final coating will be laid once weather conditions allow, no doubt in early spring. The track will have the same surfacing as the London track used for the 2012 Olympic Games. it should be used as a rear base for specific teams pre-paring for Olympic events. Lens is barely an hour by train from London. This is the type of construction ATALiAN espace vert wishes to develop.

chairman of ATALiAN espace vert

Thierry Brément

In a few months the heavy earthworks machi-nery will be replaced by fleeting athletes…


› No. 2 operator on this market


› certification: Qualipaysage /qualisport / qualigolf / MAse

› Member of UNeP

› Member of F2s

› Authorisation to apply phyto-sanitary products

› AAPP (Applicateur de Produits Phytopharmaceutiques) quality charter

on track to prepare for the Olympic games

highlights


buildingbuilding

the successful integration of el-ale and the operation to recapture the market were two of the notewor-thy events in 2010 for tFn bâtiment. this year heralds new ambitions.

reorganisation underpinned 2010 for TFN Bâtiment. The integration of eL-ALe (which specialises in lighting and electricity) within ATALiAN came to an end last year (read text box). The merger resulted in many synergies between the two structures which have devel-oped successful positions in several mega-batch contracts. ATALiAN now offers clients

a full range of services for technical batches, ranging from heating to ventilation and includ-ing temperature control, plumbing and elec-tricity as the guarantee of efficiency and com-petitiveness.

Department dedicated to gas conduitsAnother item of good news was the return by

eL-ALe is now fully integrated in ATALiAN and is acknowledged by the company’s staff members and clients. Among the noteworthy events of 2010 was the renewal of isO 9001 certification for the company and growth in its traffic light signage and traffic control activity in val de Marne. Thanks to fine sales successes ensuring continued operations in new works both in municipalities where the company is the project manager and in other parts of the greater Paris region, eL-ALe is now firmly in a sales dynamic that allows TFN BÂTiMeNT to benefit from its opera-

tions in the public sector. This year eL-ALe will renew 40% of its corporate leases on a highly competitive market. The company will have to confirm its drive, professional-ism and innovation compared to the compe-tition to do so.Above all, the company is aiming at organic growth of 4-5% per year by acquiring new con-tracts. eL-ALe general management will sub-mit a development plan proposal to ATALiAN to consolidate its technical offering in safety fields and enhance its client portfolio, whilst remaining very close to its partners.

Marked successthanks to a full range of services

strong sales drive at eL-ALe

B Â T I M E N T B Â T I M E N T

the construction business to a level of busi-ness in line with its ambitions. The order book made it possible to return the forecast port-folio for 2010/2011 to much more significant bases than a year ago at the same time. Thanks to significant successes achieved in major heating, ventilation and temperature control projects (such as the Hôtel du Jeu de Paume in chantilly worth €5 million and GrDF worth over €7.5 million), 70% of our turno-ver was ensured by september 2010. The good news applies to all sec-tors of activity in TFN Bâtiment. GrDF gas works to replace gas conduits has expanded to an extent that justifies the establishment of a dedicated department in the same manner as roofing, heating & ventilation, plumbing and operations.

Acknowledged technical expertiseThe objective for 2011 is ensure the drive continues. TFN Bâtiment has retained its basis

of a €30 million turnover with 85% secure at present. The company order book is full until April, which is a first. Although the group is aiming primarily at operations worth €300,00 to €700,000, it remains attentive to large-scale operations which allow it to demon-strate it technical expertise and confirm its

brand image. TFN Bâtiment has just won the tender to renovate a hotel school in Guyan-court worth over €6.5 million. Among its development axes, TFN Bâtiment is counting on its Historic Monuments

preferred bidder status to consolidate roof-ing activities for old buildings. Thanks to its high success rate in tenders issued by regional authorities, eL-ALe intends to continue in this sector. Backing such expansion, “training and safety are the main themes for 2011 to guarantee our employees’ technical level and achieve the objective of zero accidents, which is the only acceptable level here”, says TFN Batiment Managing Director stéphane Deotto.

chairman, construction business

Jean-Luc Machugrowth in gRDF contracts has justified the establishment of a dedicated department.

› estimated 2011 turnover €60 M


› certifications: QUALiBAT / isO 9002 / isO 9001 v200 / NF HQe

highlights


transport & logisticstransport & logistics

tFn transport et logistique successfully ensured growth in 2010 despite the tough economy by emphasising chartering and deployment of logis-tics via packaging. the two-pronged strategy should make it possible to weather the storm.

8%. This is the increase in turnover posted by TFN Transport et Logistique for the 2009- 2010 financial year, which amounted to €37 million. such growth confirmed that the group is faring well despite the listless econ-omy and an excessively competitive market. The sector remains very sensitive to varia-tions in the general economy and thus the slowdown recorded last year. Among other issues, the group had to deal with a further increase in production costs (+2.5% on aver-age) compounded by heightened competition with some operators in dire straits preferring to put off difficult decisions and resorting to working at a loss…

Reorganisation to optimise operating costsNevertheless, the heightened commercial drive applied by ATALiAN has borne fruit: “The pugnacity of our teams has clinched new contracts, especially public-sector ten-ders such as La Poste and GLs France”, says Philippe Gattulli, chairman of TFN Transport et Logistique. At the same time, the business division has been reorganised to diminish the effects of the recession and optimise its struc-tural and operating costs. At star, growth in ‘road’ hauling and shuttle business between sites in 2009/2010 posted a 19% improve-

ment. “This is the main noteworthy event in the year in business terms! Our know-how, organisation and service quality, along with our clients’ faith in us, are what helped win these contracts”, Philippe Gattulli adds. “star is among the leading operators in hauling in France. We can fulfil all requests for long and short terms, Paris-provinces and inter-prov-inces”. The goal for the next 18 months is to stabilise new acquisitions and develop what has become the company’s core business.

Logistical expertise extended to industrial packagingAnother noteworthy event in 2010 was clearly the expansion of ‘transport commis-sioning’ (chartering) business, which rose by 10% in the second half of the year. “This is also the result of an offensive sales policy in the field, supported by the advent of two new charters in March and June 2010”, Philippe Gattulli explains. For the next two years the strategy will be structured around strong growth in domestic and international char-tering. “We are counting on 50% increases through new clients.” it was decided to sup-port growth by establishing three or four new bases in Paris and the provinces and to hire new staff.

Offer diversification strategy pays off

“they are the chief architects of our growth”, says Philippe gattulli.at the same time the group is supporting

its development strategy in logistics and betting on growth of 10-15%. Some fine achievements have been secure, for exam-ple in manual product packaging. the group has extended its skills to industrial packag-ing with the October 2010 acquisition of the

Orleans-based company Kalitech. “thanks to its know-how in customized packaging and quality control, Kalitech can help us offer

two new activities to our current clients for whom there is strong demand in these fields”, Philippe gattulli explains. the group has therefore carried on Kalitech business for companies such as Johnson & Johnson, Ikea, Duralex and Saint-gobain.


› 380 clients


› A fleet of 150 tractor vehicles and 70 trailers

› certifications: ecOcerT / isO 9001 v2008 / isO 9002

chairman, TFN Transport et Logistique

Philippe Gattulli

Professionals and analysts confirm that the sector should experience strong chartering growth.


highlights


nuclear logistics nuclear logistics

Nuclear logistics Building a relationship of trust with eDF

less than two years after it was set up, tneX, the subsidiary focusing exclusively on works in nuclear power stations, posted turnover of €5 million and is proud of the very promising relation with edF. Jean-Pierre crespin, chairman of tneX and director of the group’s nuclear operations, reviews actions and the next steps for growth.

Nuclear and working in power stations are par-ticularly sensitive fields. In what way are your client relations so special?Forging a relationship of trust and demon-strating expertise are vital. They are based on necessarily close partnerships, as shown by the recently renewed order placed by the cPNe (centre de Production Nuclé-aire d’Électricité) in cattenom for six years, a part-nership which began on a seri-ous basis with eDF in nuclear logistics. This is a good start. Other approaches have been made with eDF to work on the caux Manche region (Nor-mandy) at the Flamanville, Paluel and Penly stations in early 2012. Bids are submitted in 2011 to start action in 2012. The stakes are high. The Normandy outlook may double the group’s nuclear activity from 2012 onwards. The eDF purchasing director recently described our relationship as “a relationship of trust”. This is a matter of pride for TNeX. We are doing our utmost to live up to this perception.

Strategies for the nuclear sector are necessar-ily long-term…ATALiAN used 2009 and 2010 to acquire a

dynamic new position to acquire authorised bidder status and which made it possible for us to be renewed for six years. Now that we have succeed in this challenge, the path is opening up. At the same time we are implementing a close partnership with eDF in reception and repackaging of spare parts. The qualification

approach for this activity has just begun. We will be audited in the spring of 2011. Obtaining qualifi-cation will ensure a position in bids for all power stations, which are often seven-year orders. This approach should

allow us to be present in half of all nuclear sta-tions in four or five years.

Are there any changes in the offing in the months and years to come?TNeX is the ATALiAN flagship focussing spe-cifically on the nuclear business. From 2011 onwards TNeX will be redeploying its inter-vention methods in regions through TFN Pro-preté. We will be using TNeX methods with the regional resources of TFN Propreté. Use of those resources for support, equipment and human resources will make it possible to acquire seri-ous resources to interact with eDF. For exam-

Technical research is being conducted on methods used elsewhere and requiring expertise in other group business lines. TNeX is currently studying methods which could be applied to the nuclear business (cryo-genics, microfiber, etc.). in addition, the company is implementing a team of analysts to submit innova-tive proposals to eDF for cleaning and organising work sites. The team will tap into all the resources of the ATALiAN activities and will work to explore and adapt such Group methods as appear appro-priate as innovations in this field. Meeting cli-ents’ requirements is only the start; TNeX wants to exceed them with tailor-made solutions.

Planning ahead for and exceedingclient expectations

chairman of TNeX and Director of the Nuclear sector

Jean-Pierre crespin

ple in 2011 the nuclear safety authorities will be conducting visits. This is a vital important inspection which occurs every 20 years in nuclear power stations. TNeX will be participat-ing actively in preparing the visit and consoli-dating its partnership with eDF. in deploying in regions, the streamlining process for opera-tions will increase margins and make it pos-sible to hold discussions so that employees in the nuclear sector do not feel isolated. To do so, we will develop gateways in human resources to ensure greater flexibility to constitute even

more effective teams. in addition, a regional annual calculation of working hours will help ensure more flexibility to cater to headcount requirement fluctuations at sites(during stop-pages, for example, the headcount is multiplied by 1.4). From 120 at present, there will soon be 500 full-time, permanent staff members. Once again, TNeX is preparing for the future with the ultimate goal of ensuring long-lasting jobs. This means an annual weighting of working hours and training, which are among the subsidiary’s main priorities.

tnEX will actively prepare for the inspection by

the nuclear safety authorities which takes

place very 20 years.


talking about it talking about it

“I want to share rugby values with ATALiAN”

at the start of an intensive season which will culminate with the rugby World cup, the star fullback of the national French rugby squad and atalIan ambassador shares his hopes and explains the reasons for teaming up with the group.

A very comprehensive list

of achievements

Born in castres (Tarn), the fullback

who plays for Toulouse and the

French national squad has an

impressive list of achievements

behind him. clément Poitrenaud was

French champion in 2001 and 2008 and was a finalist in the Top 14 in 2003 and 2006. He also won

three european cups in 2003, 2005 and

2010. As the winner of the six Nations

Tournament, the Toulouse player has

also been capped 40 times for France.

This is an intensive year for you in the Top 14, the European Cup, the Six Nations Tourna-ment and the World Cup…if everything goes as hoped, it will be a year full of emotion. There are quite a few fine chal-lenges waiting for us at the Toulouse stadium and, i hope, with the national squad, starting with the Tournament. Afterwards, we’ll think about New Zealand and the World cup.

Only the World Cup is missing from your list of achievements. Is it inaccessible?Looking at the performance of the French team in recent months, it may look inacces-sible, but in France we have an ability to react which is special to us and rather unique. if we

put all our willingness and invest completely, we can do fine things, but it won’t be easy. it will take place in New Zealand, and we’ll have to be tough to beat the All Blacks! But why not? We can’t go there with anything else in mind except victory.

How are you managing to pile on all these competitions?it isn’t always easy to commit 100% every weekend and change competitions. Now in Tou-louse there are enough of us to play in the euro-pean cup and French championship. As for the national square, of course, we’re really commit-ted because the World cup is soon and we all want to be there. it will be an exceptional event, as if we were playing the soccer World cup in Brazil. This is the country for rugby and there’s huge enthusiasm for the sport.

Why did you choose to become an ATALIAN ambassador?it was firstly the human contact with Franck Julien and sophie Pécriaux. in addition to my image and the values specific to rugby, it was important that we respected each other. ATALiAN is a genuine success story, a company that is growing quickly and solidly. i hope i am worthy of its success and can at least as well in being selected for the World cup!

Rugby conveys strong and extremely positive values. Can you see any points in common with a company like ATALIAN?i find it interesting to match sports with a com-pany. We know the values of high-level sports

and in particularly rugby: selflessness, commit-ment, investment, team spirit … They can be seen in ATALiAN. Franck Julien has built the group we now know on the basis of positive thinking, hard work and drive. Our partnership goes beyond the image itself and these are the values that i want to share with the company. i am trying to send out a message about the values of my sport. We have a lot to give each other.

You also run a company. What have you learnt from the growth of ATALIAN?There are many similarities between a high-level sportsman and the head of a major company. As an entrepreneur, i am constantly learning. i profit from meeting people who know their business and who also have to make decisions in their career. i am still young, after all. it is important for me to be in contact with these people.

clément Poitrenaud :


We have a lot to give each other.

As a multi-business leader in Europe, Atalian helps your company focus on its core business by putting the energy and expertise of its 46,000-strong workforce at your disposal. The ATALIAN approach makes it possible to outsource over 85% of your company’s support functions.

Come and discover a whole new world of services with ATALIAN!

Multi-business is our business.

Winning services for companieswww.atalian.com

Reception

Parks and gardens

Airport assistance

Transport

Cleaning services

Technical

Security

Building

service gagnant 9 spring 2011

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